题目内容
（请给出正确答案）
Like many customers, I have very little () for poor communication or lack
of customer service.
A.resistance
B.tolerance
C.patience
D.generosity
如果结果不匹配，请 联系老师 获取答案
更多“Like many customers, I have ve…”相关的问题
W: That's where we can help an exporter like your corporation. We often hear people say that exporting is easy, but to get paid is hard work.
Q: What is the relationship between the speakers？
(15)
A．Husband and wife.
B．Teacher and student.
C．Banker and his customer.
D．Employer and employee.
A.It doesn't matter.
B.I like it.
C.It's my pleasure.
D.The same to you.
短文理解
听力原文： Dealers in government and private securities need short-term financing to purchase new securities and carry their existing portfolios of securities until those securities are sold to customers or reach maturity. Such loans are readily granted by many of the largest banks because of their high quality--often backed by pledging the dealer's holdings of government securities as collateral. Moreover, many loans to securities dealers are so short-overnight out to a few days that the bank can quickly recover its funds or make a new loan at a higher interest rate if the credit markets have tightened up.
21. Who need short-term financing according to the passage？
22.Why such loans are so high quality？
23.How long will the dealers keep such loans？
(21)
A．Dealers in foreign exchange.
B．Dealers in government bonds.
C．Dealers in IPO.
D．Dealers in government & private securities.
Section A – This ONE question is compulsory and MUST be attempted
Cheapkit is a large clothes retailer in a major developed country. Its business strategy is based around vigorous cost leadership and it prides itself on selling fashionable garments for men, women and children at very low prices compared to its main rivals. For many years, it has achieved this cost leadership through carefully sourcing its garments from developing countries where labour is cheaper and where workplace regulation is less than in its home country.
As a company with a complex international supply chain, the board of Cheapkit regularly reviews its risks. It has long understood that three risks are of particular concern to the Cheapkit shareholders: exchange rate risk, supply risk and international political risk. Each one is carefully monitored and the board receives regular briefings on each, with the board believing that any of them could be a potential source of substantial loss to the shareholders.
For the past decade or so, Cheapkit has bought in a substantial proportion of its supplies from Athland, a relatively poor developing country known for its low labour costs and weak regulatory controls. Last year, 65% of Cheapkit’s supplies came from this one country alone. Athland has a reputation for corruption, including government officials, although its workforce is known to be hard-working and reliable. Most employees in Athland’s garment industry are employed on ‘zero hours’ contracts, meaning that they are employed by the hour as they are needed and released with no pay when demand from customers like Cheapkit is lower.
Half of Cheapkit’s purchases from Athland are from Cornflower Company, a longstanding supplier to Cheapkit. Owned by the Fusilli brothers, Cornflower outgrew its previous factory and wished to build a new manufacturing facility in Athland for which permission from the local government authority was required. In order to gain the best location for the new factory and to hasten the planning process, the Fusilli brothers paid a substantial bribe to local government officials.
The Fusilli brothers at Cornflower felt under great pressure from Cheapkit to keep their prices low and so they sought to reduce overall expenditure including capital investments. Because the enforcement of building regulations was weak in Athland, the officials responsible for building quality enforcement were bribed to provide a weak level of inspection when construction began, thereby allowing the brothers to avoid the normal Athland building regulations. In order to save costs, inferior building materials were used which would result in a lower total capital outlay as well as a faster completion time. In order to maximise usable floor space, the brothers were also able to have the new building completed without the necessary number of escape doors or staff facilities. In each case, bribes were paid to officials to achieve the outcomes the Fusilli brothers wanted.
Once manufacturing began in the new building, high demand from Cheapkit meant that Cornflower was able to increase employment in the facility. Although, according to Athland building regulations, the floor area could legally accommodate a maximum of 500 employees, over 1,500 were often working in the building in order to fulfil orders from overseas customers including Cheapkit.
After only two years of normal operation, the new Cornflower building collapsed with the loss of over 1,000 lives. Collapsing slowly at first, the number of people killed or injured was made much worse by the shortage of escape exits and the large number of people in the building. As news of the tragedy was broadcast around the world, commentators reported that the weakness in the building was due to the West’s ‘obsession with cheap clothes’. Cheapkit was criticised as being part of the cause, with many saying that if retailers in the developed world pushed too hard for low prices, this (the collapse of the building) was one consequence of that. In response, Cheapkit’s public relations department said that it entered into legal contracts with Cornflower in order to provide its customers with exceptional value for money. Cheapkit said that it was appalled and disgusted that Cornflower had acted corruptly and that the Cheapkit board was completely unaware of the weaknesses and safety breaches in the collapsed building.
One of those able to escape the building was Jess Lui, who was also the leader of a national pressure group ‘Protect workers’ rights’ (PWR) lobbying the Athland government for better working conditions and health and safety practices for workers in the country. Having seen hundreds of people killed and injured in the collapsed building, she believed that although the government could do more, much of the blame lay with Cheapkit and the pressure it continually placed on Cornflower to keep its prices low. Jess questioned whether multinational companies such as Cheapkit should be allowed to exert so much economic pressure on companies based in developing countries. As concern over the state of other workplaces in the developing world became an increasing concern in the media, Miss Lui wrote a letter to the board of Cheapkit, which she also sent to newspapers and other media. Many of the newspapers and television channels reproduced the letter and it became a talking point in many countries because of the issues it raised.
In the letter, she said that Cheapkit was an unethical company because it supplied a market in its home country which was obsessed with cheap clothes. As long as its customers bought clothes for a cheap price, she believed that no-one at Cheapkit cared about how they were produced. She said that the constant pressure on prices had created a culture of ‘exploitative wages’, including at Cornflower.
Miss Lui received a lot of support after her comments on Cheapkit’s accountability. She said that large international companies such as Cheapkit needed to recognise they had accountabilities to many beyond their shareholders and they also had a wider fiduciary duty in the public interest. The defective Cornflower factory in Athland, she argued, would not have existed without demand from Cheapkit, and so Cheapkit had to recognise that it should account for its actions and recognise its fiduciary duties to its supply chain as well as its shareholders.
At the same time as events in Athland unfolded, the business journalists reporting on the events and Cheapkit’s alleged complicity in the tragedy also became aware of a new innovation in business reporting called integrated reporting, an initiative of the International Integrated Reporting Council (IIRC). Jess Lui read one article which said that integrated reporting might increase an organisation’s accountability and require it to account for a wider set of concerns than was traditionally the case. This new understanding led to her including the following comment in her letter to Cheapkit:
‘… as the leader of the PWR, it is always in my interests to gain as much information as possible from Cornflower and the other businesses with which it transacts, including, in this case, Cheapkit. Perhaps the integrated reporting initiative offers the advantage of a wider reporting model for businesses, to include accountability for a much more diverse set of concerns than has been the case in the past. The integrated reporting model appears to substantially enhance the existing business model and it would be in the interests of broader accountability if Cheapkit, and other businesses in the garment supply chain, were to adopt this new reporting approach. Anything that requires businesses to report on their wider impacts on society and the environment is a good thing as far as social pressure groups like PWR are concerned.’
The board of Cheapkit discussed the issues raised by the well-publicised discussion of Miss Lui’s open letter and the comments from business journalists about integrated reporting. The board was, in principle, a supporter of the integrated reporting initiative and thought it would be useful to explain its position on a range of issues in a press release.
Required:
(a) Discuss the stakeholder claims of Cornflower’s employees and customers, and how these claims may be in conflict. (7 marks)
(b) Explain ‘corruption’ in the context of the case and discuss how corruption at Cornflower contributed to the collapse of the building and the loss of life. (10 marks)
(c) Cheapkit’s board believed that its major risks were exchange rate risk, supply risk and international political risk.
Required:
Explain each of these risks and how each may be of importance to Cheapkit’s shareholders. (9 marks)
(d) The board of Cheapkit felt that the reputation of the company had been damaged following publication of Jess Lui’s letter. It was decided that it should make a public response to her comments and also respond to points about integrated reporting raised by the business journalists, both of which had received a lot of supportive comment in the media.
Required:
Draft a press statement from the board of Cheapkit to include the following content:
(i) An explanation of Cheapkit’s role as a ‘corporate citizen’ given its international supply chain. (6 marks)
(ii) An explanation of ‘accountability’ and ‘fiduciary duty’ as used in the case, and a discussion of how these are relevant to Cheapkit using a shareholder or ‘pristine capitalist’ perspective. (6 marks)
(iii) A description of the basic framework of integrated reporting, and the potential benefits to Cheapkit’s different stakeholders, of reporting on different capital types. (8 marks)
Professional marks will be awarded in part (d) for clarity, tone, logical flow and persuasiveness of your statement. (4 marks)
B.England is the second largest country in the UK.
C.England has the most people in the UK and it also has many excellent universities.
D.Gareth Bale, the famous football player, is from England.
对话理解
听力原文：W: Since I have some spare cash in my account, I would like to open a time deposit account here. Can you give me some information please？
M: With pleasure. We have many kinds of time deposit accounts: 1 month, 3 month, 6 month and 1 year.
Q: What is the possible relationship between the two speakers？
(11)
A．Customs officer and travelers.
B．Employer and employee.
C．Business associates.
D．Bank clerk and customer.
Starting a restaurant can be rewarding but challenging. Here are some steps to help you to make your restaurant business a success. First, take a look at the restaurants that will be your competition. Learn what your competitors (竞争者) are serving and use the information to create a restaurant that will stand out among them. Speak to people to understand what type of restaurant they would like to have in the area. Next, you will need to make a decision as to what kind of food you plan to offer. Choosing your target customers will help determine what type of food you will offer. Research the different types of menus and select the menu items that will be right for your restaurant. Deciding on the building and its location is also important for your success. Make sure that the building is easily found and reached. It is important to be located in an area that will attract customers. Finally, do plenty of public relations work and advertisement of the restaurant opening. Consider having some special discounts and door prizes on the day of the grand opening. According to the passage, the first step in starting a restaurant is to ____________.
A、find a suitable location.
B、set up your profit goal.
C、learn much about your competitors.
D、advertise the opening of your restaurant.
Supporters of the new supersystems argue that these mergers will allow f or substantial cost reductions and better coordinated service. Any threat of monopoly, they argue, is removed by fiercecompetition from trucks. But many shippers complain that for heavy bulk commodities traveling long distances, such as coal, chemicals, and grain, trucking is too costly and the railroads therefore have them by the throat. The vast consolidation within the rail industry means that most shippers are served by only one rail company. Railroads typically charge such "captive" shippers 20 to 30 percentmore than they do when another railroad is competing for the business. Shippers who feel they are being overcharged have the right to appeal to the federal government’s SurfaceTransportation Board for rate relief, but the process is expensive, time-consuming, and will work only in truly extreme cases.
Railroads justify rate discrimination against captive shippers on the grounds that in the long run it reduces everyone’s cost. If railroads charged all customers the same average rate, they argue, shippers who have the option of switching to trucks or other forms of transportation would do so, leaving remaining customers to shoulder the cost of keeping up the line. It’s a theory to which many economists subscribe, but in practice it often leaves railroads in the position of determining which companies will flourish and which will fail. "Do we really want railroads to be the arbiters of who wins and who loses in the marketplace？" asks Martin Bercovici, a Washington lawyer who frequently represents shippers.
Many captive shippers also worry they will soon be hit with a round of huge rate increases. The railroad industry as a whole, despite its brightening fortunes, still does not earn enough to cover the cost of the capital it must invest to keep up with its surging traffic. Yet railroads continue to borrow billions to acquire one another, with Wall Street cheering them on. Consider the $10.2 billion bid by Norfolk Southern and CSX to acquire Conrail this year. Conrail’s net railway operating income in 1996 was just $427 million, less than half of the carrying costs of the transaction. Who’s going to pay for the rest of the bill？ Many captive shippers fear that they will, as Norfolk Southern and CSX increase their grip on the market.
1. According to those who support mergers, railway monopoly is unlikely because ().
A.cost reduction is based on competition
B.services call for cross-trade coordination
C.outside competitors will continue to exist
D.shippers will have the railway by the throat
2. What is many captive shippers’ attitude towards the consolidation in the rail industry？
A.Indifferent.
B.Supportive.
C.Indignant.
D.Apprehensive.
3. It can be inferred from Paragraph 3 that ().
A.shippers will be charged less without a rival railroad
B.there will soon be only one railroad company nationwide
C.overcharged shippers are unlikely to appeal for rate relief
D.a government board ensures fair play in railway business
4. The word "arbiters" (Line 7, Paragraph 4) most probably refers to those ().
A.who work as coordinators
B.who function as judges
C.who supervise transactions
D.who determine the price
5. According to the text, the cost increase in the rail industry is mainly caused by ().
A.the continuing acquisition
B.the growing traffic
C.the cheering Wall Street
D.the shrinking market
Classes will increase in difficulty each week. The first week is for children up to six years old. The last week is for advanced swimmers who want to improve their race and endurance skills.
Students can sign up for as many classes as they like, but they must pass the skills level test. For example, students who sign up for Level 4 (Stroke Readiness) must show their certificate(证书) for completing Level 3 or must demonstrate the front crawl and backstroke. Children cannot sign up for a level they are not ready for. Children who have never attended Community Pool classes must show up April 29 or 30 for a swim skills evaluation(评估). Instructors will rate the students and assign them to a particular skill level.
Swim classes are fun for all. Children learn new skills and make new friends. Parents get to meet other parents in the community. Swimming, like bicycling, is a healthy and valuable skill that, once learned, is never forgotten.
“It's a joy to teach young children,” said Ginger, the lead instructor for swimming programs. “More than half of them are terrified when we put them into the water the first time. Two months later, they're begging their parents to go to the pool every day.”
29、How long will swim classes continue？()
A.The whole summer
B.The whole week
C.Ten hours
D.Fifteen hours
30、How many swim classes are being offered ？()
A.Six
B.Ten
C.Fifteen
D.Twenty
31、What do children have to do before signing up for a swim class？()
A.Take a level test
B.Take all level tests
C.Learn the free style. first
D.Choose a good instructor
